Project on There's Something About Mary (1998) Scene Analysis Essay

Project on There's Something About Mary (1998) Scene Analysis - Essay Example Although it was at the number one slot till its eighth week at the weekly box office, it played a total of well over 176 million U.S. dollars (cost about 23 million U.S. dollars) and was thus the third most successful film in 1998. ‘There's Something About Mary’ occupies space 27 in the list of the 100 best English comedies, as per list published by the American Film Institute on the 100-year anniversary of American film. In general, the reactions of critics to the film were positive. Internet reviewing site received 82 reviews, giving the film an overall score of 83%. The rating for the film on the site averaged at seven out of ten. They considered the movie to be warm and have a strong heart, despite the childish and trivial humor that it exhibited. Metacritic gave the film a lower rating of 69%, as a consequence of reviews from 29 critics. The film critic for the Chicago Sun-Times, Roger Ebert rated the film three stars out of four, stating the watching the film exposes some of our base human nature, our humor, by ignoring the normal standards of political correctness, manners, values and decorum (Ebert 1998). One of the most amusing scenes of the film occurs when Mary arrives for a date with Ben Stiller’s character, who is masturbating in the bathroom. Despite the borderline vulgarity and offensiveness of the scene, it is very funny.

Fingerprints history Coursework Example | Topics and Well Written Essays - 500 words

Fingerprints history - Coursework Example Factors that are contributing to the fingerprint occurrence are skin pliability, pressure, slippage, texture of the surface of materials, and the likes. Types of fingerprints are exemplar that is use in instances like enrollment, latent that is being used in forensic investigation, patent that is the mark made by flour and the likes, plastic by holding the very material, and electronic recording that is assisted with technology to identify the fingerprints purposely (Manchester Evening News 2010). Three historical people have contributed to the science of fingerprints. They are Marcello Malpighi (1628 – 1694), Edward Henry (1850 – 1931), and Henry Faulds (1843 – 1930). Although there were also numerous historical people who have contributed to the science of fingerprints, the selection of the three are due to their distinctive contribution to one another as the rest tend to overlap with their works. It is also a selection based on chronological discoveries. Marce llo Malpighi. Marcello Malpighi was an Italian physicist whose famous contribution was the â€Å"Malpighian Tubule System.† Marcello had studied anatomical studies and published books on anatomy. In one of his books, he illustrated the detailed ridge structure of the fingers.

Strategic Planning For British Airways Management Essay

Strategic Planning For British Airways Management Essay The purpose of this paper is to evaluate an effective and efficient strategic planning for airline industry providing British Airways strategic plan. British Airways leading UK market as a leader of the airline industries. This paper evaluate the British Airways strategic planning including the strategic model, Enternal and external environmental enalysis,management risk and strategic v operational risk. This paper is done by secondary data collection process which is totally qualitative data base paper. Most of the information I got from British Airways own website (www.britishairways.com) and some are from some Book, Journals and Articles. Mainly for their (British Airways) business strategy planning they are following some strategic models like Porters five forces model, PESTEL analysis, and SWOT analysis etc. By those analysis organization can understand like British airways can understand that what is their external and internal condition and what is the strength for them ,what is opportunity and weakness and based on those factors they are trying to compete with their competitors and getting good market share in the tourism and hospitality industry. Contents 3 1.1 Objectives 5 1.2 Company Overview 6 1.2.1 Company Structure 6 1.2.2 Corporate Level Structure 7 1.2.3 Business Level Structure 7 1.2.4 Functional Level Structure 7 1.3 Current Strategies 8 2.0 Environmental Analysis(External Analysis) 9 2.1 PESTEL Analysis 9 2.2 SWOT analyses 11 3.0 Strategic Planning Model 11 S 11 Internal Strengths 11 Brand Image 11   Partnerships HYPERLINK #__RefHeading__29263_575820157HYPERLINK #__RefHeading__29263_575820157 Alliances 11   Financial size and stability 11   Terminal 5 11 W 11 Internal Weaknesses 11 Poor employee relations history 11   Reliability and trust 11   Innovation HYPERLINK #__RefHeading__29277_575820157HYPERLINK #__RefHeading__29277_575820157 change 11 0 11 External Opportunities 11 Quality System 11   Competitors forced exit 11   Competitors failing on delivering reliability 11   Emergence of new markets 11 T 11 External Threats 11 Open Skies Agreement 11   Environmental awareness 11   Global economic crisis 11   Lower cost competition 11 3.1 Porters Five Forces 12 4.0 Customer Analysis 13 5.0 Competitor Analysis 15 5.1 Strategic Groups 15 6.0 Internal Analysis 17 6.1 Value Chain Analysis (VCA) 17 17 6.2 Key Strategic Issues 20 7.0 Implementation 22 8.0 Managing Risk 24 9.0 Ethics 24 10.0 Strategic V Operational Conflict 25 11.0 Recommendation 26 11.1 Financial 26 11.2 People 26 11.3 Legal 26 11.0 Conclusion 27 1.1 Objectives The main objective of this paper is to develop the internal external environmental analysis and strategic planning with risk management and business ethics. Specific objectives are following, Evaluate the current strategic position of British Airways. Analyse the strategic Planning Models for British Airways. Analyse British Airways internal and external environment. 1.2 Company Overview British Airways is the UKs largest international scheduled airline. At the side of scheduled services, BA is engaged in the operation of international and domestic carriage of freight and mail, and the ancillary services (Datamonitor, 2008). In association with codeshare and franchise partners, BA fly to more than 300 destinations, and carried more than 33 million passengers, earning over  £8.7 billion in revenue in 2007/08 (British Airways, 2008). Employee headcount in March 2008 stood at 42,377 people (Datamonitor, 2008). Since privatisation in 1987, BA has continued to grow as competition in the market has risen worldwide. In recent times, BA has successfully been labelled the worlds first airline to take part in a scheme to reduce greenhouse gas emissions (2002) and to allow passengers to print online boarding passes (2004) (British Airways, 2008). In 2005, the company saw Willie Walsh become Chief Executive of BA (Flight Global, 2008), who to date has driven the company through the completion of Terminal 5 at Heathrow, amongst other new initiatives. Despite reported and imminent industry hits due to the global economic downturn, BAs future looks promising. As BA announces its aim of becoming the worlds most responsible airline in the latest annual report (British Airways, 2008), great importance lies in developing guiding principles and careful strategic direction to allow the achievement of this goal. 1.2.1 Company Structure When implementing strategy, people are crucial to the success (Johnson et al., 2008), therefore the structure within BA will now be analysed to ensure successful implementation. 1.2.2 Corporate Level Structure (Adapted from British Airways, 2008). At a corporate level, BA has a good structure already in place. There is a new Acting Customer Director on an interim basis, Silla Maizey (British Airways, 2008). She has introduced a new customer service team working with Heathrow Customer Services, designed to put customers first. Using the current structure to implement our strategy, it is recommended that a permanent and not acting director to be recruited. In terms of the technological strategy, no amendments to the current structure are necessary as BA already have systems in place to implement new technology. 1.2.3 Business Level Structure At a business level each department will need to ensure all staff implements the strategies that have come top-down from a corporate level and work within the organisations brand values. Each department must also tailor the corporate level objectives specifically to its own targets. This will help to build the brand, improve its customer relationship focus and achieve the stated objectives. 1.2.4 Functional Level Structure Every function must coordinate with each other to ensure objectives are met and an updated operations manual must be developed. Specifically for the relations strategy, detailed targets must be stated for both the marketing and HR functions with constant data capture and analysis to see whether the targets are being met. Sufficient training on the new onboard technology will be necessary on an ongoing basis to ensure that employees are fully familiar with the service. 1.3 Current Strategies The paper will be designed in consideration of BAs current strategies: Upgrade customer experience via the introduction of text and mobile services for business class customers. Modernise aircraft fleet and offer new services. Manage cost base. Increase corporate responsibility through environmental performance and partnerships. 2.0 Environmental Analysis(External Analysis) For success within the airline industry, an awareness of the external environment is essential. This section aims to highlight the position of the industry, in particular looking at competitors and assessing BAs capability to meet current and future challenges. 2.1 PESTEL Analysis (Source: Johnson et al., 2008, p56) Figure 1-Pastel Analysis Factors BA Implication Political 1. Heavy regulation (AEA, 2009). BA: Compliance is essential if BA wants to continue operations 2.Increased security due to past terrorist threats (DFT, 2008). BA: Sufficient security measures should be in place to ensure consumer confidence and competitive advantage is maintained. Economic 1.Global economic crisis:World growth is projected to just over 2  percent in 2009 (IMF, 2008). Pound weakens especially against the Euro. BA: Possible reduction in the amount of business travel as companies are cutting costs and using alternative means of communication such as teleconferencing. BA is vulnerable as a UK operating airline to a poor exchange rate. 2. Oil prices: declined by >50 % since their peak retreating to 2007 levels. Decline in fuel price = strengthening of the dollar (IMF, 2008) BA: Fluctuations in oil prices and exchange rates will directly affect BAs cost base. 3. UK consumer spending saw its sharpest decline for 13 years between July and September 2008 (Channel 4, 2008). BA: More intense competition Social 1.The UK has an aging population (see appendix 3) (National Statistics Online, 2008). BA:Potential opportunities for growth as older generations havemore time to spend on leisure activities such as international travel. 2. Increasing unemployment (Kollewe and Sager, 2008). BA: Increased bargaining power as an employer. Technological 1.A recent survey revealed that 34% of online consumers plan to use price-comparison sites more in 2009 (NMA, 2009). BA: Increased consumer awareness and therefore bargaining power. 2. Online booking services and check-in is becoming increasingly used by the airline industry. BA: BA must ensure that they remain up to date with these technological advances whilst avoiding becoming overly reliant, as this may isolate certain consumer markets (i.e the elderly) who dont feel comfortable using such technology. Environmental/Ethical 1.Noise pollution controls,and energy consumption controls (DFT, 2008). BA:New legislation (e.g. Climate Change Bill) enforcing tighter environmental regulation may increase operational costs each year. 2.Limited land and for growing airports Expansion is difficult at Heathrow as it would result in a loss in the Londons Green belt area. (BBC News 2006) BA:Limited capacity=>utilisation of capacity. 3.Consumers are becoming increasingly green and more aware of the environmental impact of their actions. BA:Failure to adopt an integrated environmental strategy could lead to a detrimental effect on the BAs reputation and income. 4.Cancellations of flights and loss of baggage (Channel 4, 2008). BA: Such ethical issues could have a detrimental effect on reputation if left unresolved. Legal 1.Collusion and price fixing. BA:Restriction on mergers will have an impact on BAs proposed alliance with American Airlines. 2. Recognition of trade unions and industrial action e.g. Cabin Crew strikes. BA:Good employee relations are essential if BA wants to avoid industrial action and interrupted operations. 3.Open Skies Agreement (AEA, 2009) BA:Opportunity for BA and its competitors to freely transport aircraft between the EU and US. 2.2 SWOT analyses Figure 2-SWOT analyses S Internal Strengths Brand Image   Partnerships Alliances   Financial size and stability   Terminal 5 W Internal Weaknesses Poor employee relations history   Reliability and trust   Innovation change 0 External Opportunities Quality System   Competitors forced exit   Competitors failing on delivering reliability   Emergence of new markets T External Threats Open Skies Agreement   Environmental awareness   Global economic crisis   Lower cost competition 3.0 Strategic Planning Model 3.1 Porters Five Forces (Source: Johnson et al., 2008, p60) It is important to analyse the competitive nature of the airline industry in order to assess the position of BA. The Five Forces tool will enable BA to make strategic decisions in order to increase profitability. Force Strength Competitive Rivalry BA caters for both long haul and short haul flights. Within long haul there is little differentiation between BA and their competitors, in terms of price and service offering. The short haul market is more fragmented with many small players. Direct competitive rivalry is fierce, e.g. Virgin has a website opposing the proposed strategic alliance between BA and AA No Way BA/AA (Virgin Atlantic, 2008). Consolidation of competitors has increased competition. HIGH Power of Suppliers Two aircraft manufacturers = High bargaining power. BA restricted by sole supplier of fuel to the airport. Priority of landing slots is given to historic rights of existing users (IATA, 2008). BA employees use collective bargaining through trade unions in order to increase their bargaining power HIGH Power of Buyers Low concentration of buyers to suppliers means they have little bargaining power. Increased internet usage has amplified awareness and interaction of customers (Keynote, 2008c). MEDIUM Threat of New Entrants Significant barriers to entry: such as the competitive environment, high regularity requirements and high capital cost requirements. Barriers to exit are in place which deters new entrants. The failure of recent airlines such as XL and Zoom is likely to deter new entrants (Times Online, 2008). LOW Threat of Substitutes There are few direct substitutes: Short haul flights: the Eurostar or a ferry. Long haul flights: no notable substitutes. LOW 4.0 Customer Analysis Over the past decade there has been increasing complexity in customer needs, as the customer has become more educated and demanding. Particularly, the following changes have occurred: A shift in demographics to older passengers (Keynote, 2008c). Increased global connectivity allowing the usage of internet and search mediums (e.g. comparison and review websites). Increased requirement for convenience (e.g. new destinations, quick check-in). Price has become more of a priority Segments have become more defined within their needs. Evidence that BA is failing to respond to the changing customer landscape includes: The amount of BA customers recommending their services reduced from 61% in 2006/07 to 59% in 2007/08 (British Airways, 2008). BA have been criticised for slow innovation (Doganis, 2006, Pg 165). Poor reliability and baggage handling (AQR) Failed attempts to target the price conscious consumer through low cost airline operation (Eirma, 2008). 5.0 Competitor Analysis 5.1 Strategic Groups Figure 3 Strategic Group Analysis (Source: Johnson et al., 2008, p73-77.) Figure 3 illustrates that BAs direct competitors are those who operate similar services and lie within the same strategic group. The competition is likely to be most intense within this group as they are seeking similar strategies. Lufthansa and KLM-Air France are the 2 leading European Airlines Member carriers in terms of passenger numbers, with 15.1% and 14.1% respectively of the total number of passengers carried. BA comes in third with 9.3% of the total (Keynote, 2008c). BA face competition from a small number of serious contenders in the UK, with the main contenders being Virgin Atlantic, and United Airlines in the Star Alliance soon controlling BMI (Euromonitor, 2008). Although they do not lie within the same strategic group as BA the advent of low-cost air travel has changed the face of the airline industry. Airlines such as Ryanair and EasyJet have established themselves among the leading carriers in Europe, whilst the more established long-haul carriers such as BA have struggled to keep up with their counterparts growth rates. Moreover the economic downturn and sharp fall in oil prices has caused a price war between Emirates, BA and Virgin Atlantic on the London-Dubai route. Fares have dropped by 30% across the airlines. Thus competition still remains fierce. Based on the strategic group analysis it could be argued that there is a gap in the market for a low cost airline operating a high breadth of service however it is likely the reason no airlines have adopted this strategy is due to the fact that it would be destined to fail. This assumption could be supported by BAs failed attempt to enter this market in recent years (Telegraph, 2002). 6.0 Internal Analysis It is now essential to analyse the internal environment in order to formulate appropriate strategies. 6.1 Value Chain Analysis (VCA) BA have tried to control the system further by forward and backward mitigation. Through controlling many component supplies in-house, and through BA Holidays Plc, BA increases their reach in the value system to the supplier and channel value chains. Figure 6 Value Chain (Adapted from: Johnson et al., 2008, p110) SUPPORT ACTIVITIES FIRM INFRASTRUCTURE Structured hierarchy allows BA to make use of a multitude of specialist knowledge in order to gain competitive advantage over downsized firms. HUMAN RESOURCE MANAGEMENT Invested in the development of customer service training in 2007 attracting the best employees. Speak Up opinion survey encourages employees to provide feedback (British Airways, 2008). TECHNOLOGY DEVELOPMENT BA has added value in this category over smaller companies due to slack resources that can be employed to innovate the service (e.g. individual LCD screens). PROCUREMENT Due to the size and historical business relationships and alliances, BA is able to leverage suppliers and through economies of scale make efficiencies where competitors may fail. PRIMARY ACTIVITIES INBOUND LOGISTICS Stock Control High quality training accredited by City Guilds (British Airways, 2008). Ongoing relationship with suppliers (e.g. Gate Gourmet. OPERATIONS Increased Baggage Security. Quick check-in services and secure online bookings with ability to pre-book additional services. OUTBOUND LOGISTICS Customer Service Large database of airport slots enable passengers to access the majority of destinations from preferred airport. MARKETING SALES Marketing communications to all stakeholders. Brand allowing for large budget to be spent in this field. POST SALE SERVICE Loyalty club card. Update communication on other services Whilst the Value Chain highlights the primary and support activities that add value to BA, there are a number of inefficiencies within these activities that arguably reduce the amount of value provided (see figure 7 and 8). Figure 7 Support Activities Value Loss SUPPORT ACTIVITIES Firm Infrastructure Large bureaucratic infrastructure decreases effective communication and increases inertia. HRM BAs employee opinion surveys attracted a mere 35% response rate in 2007 (British Airways, 2008). Due to high collective bargaining capabilities, BA has contended a number of highly publicised employee relations issues (e.g. Cabin Crew strike over pay, sickness absence, and staffing in 2007 (BBC News, 2007). Technology Development BA has failed to gain recognition for new innovation. Figure 8 Primary Activities Value Loss PRIMARY ACTIVITIES Inbound Logistics High solidarity between supplier employees and BA employees has created a history of negative industrial action. For example, in 2005, BA employees walked out for two days when Gate Gourmet employees were sacked (BBC News, 2005). Operations/Outbound Logistics TV documentary reported on Terminal Five operation difficulties, an emergency landing at LHR, poor baggage handling and flight cancellations (Channel Four, 2008). Marketing Sales A lack of innovation in their marketing communications (e.g. Virgin gaining value over BA). 6.2 Key Strategic Issues Analysis Tool Key Findings Strategic Implications PESTEL Global economic crisis. Higher regulatory requirements. Increasing environmental awareness. Decline in consumer spending. Increased use of the internet by customers. Focus on technological and environmental issues. Porters Five Forces High competitive rivalry and bargaining power of suppliers. Defensive strategies needed to protect market share. Customer Analysis Consumer trends in high convenience and high expectations of service. Ensure changing customer needs are understood and met Strategic Group Analysis Intense competition within strategic group and trend for consolidation. The biggest other threat comes from low cost airlines. Although low cost airlines are the biggest threat to BA, moving into low cost market is not deemed appropriate based on previous failed attempts. Airline Quality Review BA = poor baggage handling, poor on flight entertainment and low customer satisfaction. Service Quality needs to be improved to gain a competitive advantage GE Matrix Highest growth markets; Asia Pacific and Eastern Europe. BA has a strong opportunity for market development in Asia and Eastern Europe. The Value Chain BA adds value; financial size and stability, brand image, industry expertise, and partnerships and alliances. BA loses value to competition; employee relations and performance, marketing delivery, reliability, and slow innovation. BA needs to address the areas where value is being lost to avoid attacking competitor strategies. Resource Based View Strong resources including sole access to hub within largest UK Airport. Strong training competencies. Utilise BA core competences to gain competitive advantage. Financial Analysis Increased profits and lower operating costs. Lower gearing ratios and higher liquidity. Possibility of a loss in 2009 as a result of the economic downturn. Investment resources available. Increased scrutiny on strategic projects for risk assessment. 7.0 Implementation Based on the analysis of strategic options it is proposed that two strategies are implemented simultaneously. These strategies are a people processes focused strategy and technological advancement. Figure 12 details the objectives and performance measures of these two strategies. Figure 12 Strategy Overview Strategy Objectives Performance Measures People processes Aim: Improved stakeholder brand image profitability Utilise databases. Improve service delivery efficiency. Improve internal communication. Implement effective review monitoring. Profit margin increase of 2 3%. Increase repeat purchasing by 25%. Increase customer recommendation from 59% (2007/08) to 70%. Improve employee survey rate from 35% (2007/08) to 80% (Value Chain). Technological advancement Aim: Customer Loyalty Market Share Following succession with test internet implementation, roll out internet on-board internet access. An appropriate pricing strategy involving complimentary service for first class whilst targeting business class as the most profitable market. Continued market research to ensure that this is a valued service and seek opportunities for further development. Install equipment on remaining 244 aircraft. Increase business class market share by 10%. 80% of business class customers purchasing internet usage. Following RD implement 1 new technological service. In order for the chosen strategies to be successful effective implementation is essential to organise and enable success and to manage the changes that will impact BA. 8.0 Managing Risk Risk management helps the organization to identify and address the risks facing their business and trying to increase the probability of successfully achieving their businesses objectives. Types of risk business need to face: Strategic Compliance Financial Operational Three main risk factors affecting all airline are volatility in jet fuel price, foreign exchange and interest rate risks. Interest Rate Risk: BA utilizes swap agreements to manage its interest rate exposure. Foreign Exchange Risk: BA manages its Foreign Exchange exposure. Any surplus of foreign currency is sold at spot or forward for US dollars. 9.0 Ethics An ethics strategy should be concerned with ensuring that all corporate activities are ethical, legal, and within all regulatory guidelines.   An ethics program is more likely to be considered effective if it includes the following components: 1)  Statement of Values The creation and communication of a statement of organizational values is considered to be necessary guidance. 2)  Code of Conduct A code of conduct or an ethics policy that communicates a commitment to ethical behavior throughout the organization, and explains how these values are to be applied in representative situations. 3)  Executive Leadership and a System A plan and systems for the communication, monitoring, and enforcement of the Code of Conduct. Important consideration in this respect, include: Richard Bransons success in forcing British Airways into adopting a Code of Conduct is a warning to companies that do not have a code that they ought to consider adopting one and to those that do that they should make sure it works. Without an effective ethical policy, a company cannot be sure that ethical judgments made by employees are consistent with the strategy of the company and are made at an appropriate level within it. Ethics protects the reputation of the company. British Airways is a classic example, where large amounts of marketing investment in image were undermined by the publics perception of its actions. British Airways experience shows that management may be deluding themselves if they consider that all employees in a company will adopt their values and the strategic importance of ethicality by absorbing knowledge from superiors. 10.0 Strategic V Operational Conflict While strategic and operational planning both offer beneficial aspects, there are some key differences that should be understood. Strategic planning is the formal process of defining the requirements for delivering high payoff results, and for identifying what, and how, to get from current realities to future ones that add value to the organization. It is not rigid nor lockstep, but rather a self-correcting set of defining requirements and relationships for stating what is in terms of results, and moving ever closer to what should be the results and payoffs.   Strategic Planning is long term planning undertaken by senior management (i.e. the executives). It involves making decisions which will work toward reaching an organisations mission and vision statements. Operational planning is day to day planning undertaken by front line managers. They report to middle management and enact the leg work of the strategies developed by middle management to achieve strategic goals. 11.0 Recommendation Although strong and justified strategies have been created within the confines of the report there are a number of issues which BA should take into consideration when implementing the proposed strategies. These are considered briefly below. 11.1 Financial BA should not have much trouble in implementing these strategies. With an increasingly lower gearing ratio and better liquidity they should be able to secure some funding from financial institutions and obtain the rest from retained profits. However, with the current economic conditions, it will still be difficult to obtain funding and BA will not want to increase its gearing too much. 11.2 People The recommended strategy to improve relations will require full support from BAs workforce. As a highly unionised workforce, success in changing the employment relationship will be determined by BAs ability to work efficiently with each recognised union. In regards to implementing change, due to BAs history and size the company may experience organisational inertia or myopia. Again, improvements to customer relations may be hindered by an uncooperative workforce, highlighting the importance of ongoing training and support. Similarly, a technological stance will require BAs employees to develop service knowledge, and it is imperative for the organisation to support them in doing so on a continual basis. 11.3 Legal The use of Wi-Fi on planes is already allowed by the aviation regulators in the UK, Europe and Rest of the World. However, regulatory approval must be achieved before it can be implemented on planes flying to/from USA (Wlanbook, 2008; Row 44, 2008). The use of external legal consultants should be used when implementing both strategies to ensure that legal requirements are met, especially when performing internal and external surveys and the confidentiality of data. 11.0 Conclusion As a result of the external and internal analysis a number of strategic options were proposed. It was concluded that a combined strategy approach to improve service quality was deemed most suitable. Due to the current industry climate we have chosen a strategy to consolidate BAs position as market leader. Due to the scale and scope of BAs operations it was decided that the focus of this report would be on scheduled passenger flights. We would recommend further strategic analysis to implement SBU level strategies. Due to lack of primary research and restricted access to company information there may be limitations in our findings and recommended strategy, however we believe that if the general direction of our suggested strategic intent is followed it will lead to lead to success. Reference Johnson, G.and Scholes, K (2002) Exploring Corporate Strategy.6th Edition.London, UK Prentice Hall. Kathleen B Hass, Richard Vander Horst, Kimi Ziemski (2008).  From Analyst to Leader: Elevating the Role of the Business Analyst Management Concepts, 2008.  ISBN 1567262139. p94: As the discipline of business analysis becomes professionalized HYPERLINK http://www.theiiba.org/Content/NavigationMenu/Learning/Bodyo

Angels and Demons by Dan Brown Essay example -- Angels Demons Dan Brow

Angels and Demons by Dan Brown 1.) The main setting takes place in the beautiful, elegant, religious, Vatican City. The story pretty spread out throughout the Vatican in churches, especially St. Peter’s Basilica, museums, the pope’s hidden passageways, offices, and a lot of other interesting places. Vatican City is a beautiful city where an abundant amount of faithful living Catholics are located. This city is also where Christianity originated. In the middle of the entire city lies the most famous church in the entire world, St. Peter’s Basilica. St. Peters is where a lot of important plot factors happen, so it is an important part of the novel. Also, there are an abundant amount of sculptures and artistic works of art across the Vatican, which are important to the story also. The atmosphere of the story is like a wave. The mood rises until it falls, then retreats back, and right as you think the novel is over, the mood rises again and finally drops. The novel is basically a suspense novel be cause of the different effects of the mood. 2.) The setting was a perfect match for the novel because of the topic choice for the plot. It is about the Illuminati brotherhood, an anti-christian group, coming back by making a big entrance by killing four cardinals and the whole Vatican City. In the old days, the Illuminati had used symbology to recruit new members to prevent them from being caught by the Vatican. They guided them to four churches and called it the Path of Illumination. These four churches were used again as a location to kill the four cardinals. The characters used symbology from sculptures, old written documents from scientists, churches, and old sayings to go from church to church. The setting helps the characters become closer to stopping the cardinals from being massacred by giving artistic works of art for symbology. The novel gains interesting factors from this setting because all the sculptures and churches fit exactly into the characters thoughts and beliefs of where to go next. 3.) The novel â€Å"Angels and Demons† is told in the third person. The narrator gives the reader the feeling of being near the characters or even next to them from details and thoughts. It makes them an invisible ghost following the characters through their journey. Telling the novel in third person gives the advantage of a more flexible storyline. The author can ... ... the cardinal hanging from above. Vittoria gets kidnaped and Olvetta dies. Now Langdon is trapped inside with the Illuminatus, who has a gun, and he starts crawling around the pues trying to escape. This action creates suspense because the reader wants to know what will happen. As the scene progresses more suspense is developed in the reader because of the desire to know what will happen next. 11.) A) The title â€Å"Angels and Demons† basically relates to the church as angels and the Illuminati as demons. The church is considered the angels part of the title because of Christianity and the Illuminati are the demons part of the title because of the fact that they were anti-christians. It is a perfect title for the book because it is the shortest way to describe the conflict between the rivaling church and Illuminati. C) The part of the story which I think I will probably remember next year are the parts where the cardinals are branded with the Illuminati brands. Dan Brown describes it so vividly and even shows a picture of what it looks like. The brands being ambigrams is what fascinated me the most because of the fact that you can still read it when you turn you book upside down.

Things fall apart answers

The other village, Mbabane killed a woman from Jamaica and a young virgin and Shameful was given to the village as a peace offering. Awoken Was troubled by his death because he became like a son to him. Shameful even referred to Awoken as his father. Awoken was hurt because he looked at him as his own, but out of pride, he participated in his murder. In fact, he dealt the final blow to kill him. 4. Beriberi was Ginkgo's friend. When Awoken visited him after the killing of Shameful, Beriberi told him that he should not have participated in the ailing of Shameful since Awoken had grown him up like his own son.He said that the Earth Goddess could wipe out an entire family for this type of action. Beriberi refusal to participate in the killing of Shameful in light of Ginkgo's action showed that he was wise and had a different temperament from Awoken. Where Awoken is volatile and prone to action, Beriberi is thoughtful, even philosophic. Beriberi did not believe that slaying one's child w as necessary to gain the admiration or approval of the rest of the clan. Beriberi believed in performing actions that were pleasing to God and not rely acting to seem strong in the eyes of men. 5.Eczema was Ginkgo's daughter. She was more of a boy than a girl, in terms of her attitude and behavior. He preferred her and wished she was a boy more than his son Known. She understood him. 6. An cabbage child is a child that has an evil spirit. This type of evil child when born, will die and implant himself/herself in its mother's womb to be reborn as a means of tormenting its mother and family. Kefir was known to have cabbage children. At the death of her third child, Niobium, Awoken ladled in another medicine-man, Gabble Nanny, who ordered that there be no mourning for the dead child.Gabble took a razor and mutilated the dead child's body. He then took it away to bury in the Evil Forest holding it by the ankle and dragging it on the ground behind him. He did this as a way Of discouragin g the evil spirit or cabbage child from coming again. 7. Awoken was exiled because he unintentionally shot and killed a clansman during the funeral festivities for Queued. Awoken had committed a female crime because his act was done inadvertently. The sixteen year old boy who had been killed was the son of Queued.Awoken was exiled in order to cleanse the land he had polluted by shedding the blood of a clansman and to exact punishment for an offence he had committed against the great Earth goddess. 8. Awoken feared becoming like his father Look who was lazy, improvident and quite incapable of making provisions for the future. He held no titles, owed many people, was weak and womanish and hated the sight of blood. He had only one wife and owned no barns. Awoken tried to distance himself room his father's legacy by being a fearless wrestler who defeated Emailing the Cat.He held titles, had three wives and several barns of yams. He was courageous and took charge of his family with a hea vy hand. Ginkgo's pride and fears contributed to his downfall because he tried so hard to distance himself from his fathers legacy that he ignored the advice of elders such as Gibbous Queued who told Awoken not to take part in the killing of Shameful. The Oracle of Hills and the Caves had pronounced Snakeskin's death. Awoken did not listen though. He had to prove his manliness/ trench by showing he was not afraid of blood.

Marketing Tools

Marketing tools and techniques are the various methods and promotional approaches companies use to help market and sell their products and services. Marketing tools includes SWOT analysis, PEST analysis, PORTERS 5 FORCES analysis, TOWS analysis, BCG analysis. Banking in India was typically mature in terms of supply, product and reach, even though reach in rural India and to the poor still remains a threats.The government took initiatives to address this through the State bank of India expanding its branch network and through the National Bank for Agriculture and Rural Development with things like microfinance. HDFC Bank Limited is an Indian financial Institution company based in Mumbai, Maharashtra that was commenced in August 1994. HDFC Bank ranked fifth largest bank in India by assets and the largest bank by market capitalization as of 1 November 2012. The bank build up the â€Å"Housing Development Finance Corporation†, a foremost housing finance of India. SWOT ANALYSIS AND PEST ANALYSIS were used to analyse the Banking Industry, HDFC Bank have selected for critical analysation .SWOT ANALYSISSWOT analysis is a structured method used to classify the Strength, Weakness, Opportunities, and Threats elobrated in a project or in business entreprise. A SWOT analysis can be carried out for a product, place, company, industry or person. It involves specifying the target of the business entreprise or project and identifying the internal and external factors that are favorable  and unfavorable to achieving that objective. Setting the target or goal should be done after the SWOT analysis has been made.This would be allow to achieve goals or objectives to be set for the organization. Strengths: It is the attributes of the business entreprise or project that give it an advantage over the others Weaknesses: It is the aspects that place the team at a disadvantage relative to the others Opportunities: It is the factors that the project could be exploit to its merits Threats: It is the factors in the environment that could cause trouble for the business entreprise or projectStrengths :1. HDFC bank ranked the second largest private banking sector in India which have 2,201 branches and 7,110 ATM’s 2.HDFC bank is situated in 1,174 cities in India and has over than 800 locations to serve customers through Telephone banking 3.The bank’s ATM card have got compatible with all domestic and international Visa/Master card, Visa Electron/ Maestro, Plus/cirus and American Express. This makes notable reason for HDFC cards to be the most preferred card for shopping and online transactions 4.HDFC bank has the highest degree of customer satisfaction level when comparing to the other private banks5.The Intrest rate in HDFC is low and it is one of the best places to work in private banking sector 6.HDFC has won lots of awards and recognition and it has received ‘Best Bank’ award from various financial rating institutions includes Dun a nd Bradstreet, Financial express, Euromoney awards for excellence, Finance Asia country awards etc 6.HDFC has good financial advisors in terms of guiding customers towards right investmentsWeakness :1.HDFC bank doesn’t have strong existence in Rural areas, where as bank like ICICI has its direct competitor is expanding in rural market 2.HDFC cannot enjoy first mover advantage in rural areas because Rural people are die hard loyals in terms of banking services. 3.HDFC Bank have got lack in aggressive marketing strategies like ICICI 4.The HDFC bank Mostly focuses on high end  clients5.Some of the HDFC bank’s product categories faces absence in performance and doesn’t reach in the market 6.The share prices of HDFC are often vary and wich causes uncertainty for the investorsOpportunities :1.HDFC bank have got better asset quality parameters over the government banks, therefore the profit growth is likely to stand high 2.The large companies and SME are growing at v ery fast pace. HDFC has enough reputation for maintaining corporate salary accounts 3.When compared to government banks, HDFC bank has improved in it’s bad debts portfolio and the recovery of bad debts were high 4.Opportunities for HDFC is high in abroad5.Due to strong financial position, the scope for acquisitions and strategic alliances is stand highThreats1.THE Non Performing Assets (NPA) of HDFc increased from 0.18 % to 0.20%. Since it is a slight variation it is a bad sign for the financial health of the bank 2.In India there is vast increase in non banking financial companies and new age banks 3.Since market share is not able to expand in HDFC so ICICI imposes major threat 4.The modernazation in government banks which trying to compete with private banks 5.Foreign Banks got 74 % of investment in Indian market which is opened upby RBIPEST ANALYSISPEST analysis (Political, Economic, Social and Technological analysis) determine a structure of macro-environmental factors us ed in the environmental scanning component of strategic management and It is a part of the external analysis when conducting a strategic analysis or doing market research, and gives a sketch of the different macro environmental  factors that the company has to take into consideration. It is a strtegic tool for understanding business position, potential and direction and market growth for operations. PEST analysis includes Political factorsEconomic factors Social factors Technological factorPolitical : Politics can increase HDFC bank’s risk factors, because governments can easily change business rules and regulations that negatively affect HDFC bank’s business. According to NDTV (2012), INDIAN government held HDFC responsible for money laundering from criminal activities by drug lords amounting to more than $2.6bn in assets. The HDFC bank is now required to strengthen their compliance and risk management infrastructure and culture which is likely cost it a lot of mone y.EconomicMany financial institutions are still feeling the effects of the 2008 financial crisis and the very real liquidity problem that led to the failure of others banks. Banks like HDFC have been saved by the fact they are universal with product offerings over many geographical locations. The HDFC chairman says is surviving and doing well because its underlying revenue growth is driven by Markets and Commercial Banking particularly in the faster-growing regions of Mumbai, Rest of India and where the economic outlook is more positive .SocialSocial issues like climate change and criminal money laundering are some of the social issues that HDFC is dealing with currently. In 2012.The Indian government held HDFC accountable for criminal money laundering amounting to $2.6bn and asked the company to contribute considerable time and resources to monitor millions of potential crime transactions. HDFC is also gearing towards supporting a move to a low carbon economy and as a result, it of fers climate financing, including environmental markets, insurances, debt and equity Investments.TechnologicalThe Bank have been made some substantial efforts and investments in gathering the best technology available internationally, to build up the infrastructure for a world-class bank. The scalable and web enabled systems were opened. The Bank gives prime importance in technology and the internet as one of its key objective and has already made significant progress in web-enabling its core businesses. The Bank has succeeded in advancement of market position, expertise and technology to create a competitive advantage and build market share in each of its businesses.CONCLUSIONI am of the view that for HDFC Bank most appropriate marketing tools is SWOT analysis. As SWOT analysis is concentrating on over marketing measures of the bank including strength , weakness , opportunities and threats .on the otherhand PEST analysis focuses on external factor such as political , economical, so cial, and technological factors which may or may not affect. Since the HDFC have got numerous opportunities as well.